Restaurant Operations Financial Management

Restaurant Operations Management
Overview
Marriott International’s roots are in the food service business. Food and beverage
operations at Marriott are still a critical component of our hospitality business over
80 years later. It is important for managers to understand the operation of our
restaurants and how they integrate with the overall hospitality strategy at our
properties.
In this task, you will learn the Service Excellence that Marriott expects, as well as
your particular property’s processes for guest and associate issues. You will learn the
control procedures that protect the company’s assets and gain a working knowledge
of the beverage system. The following topics will be covered in this task:
• Food Service Sanitation
• Service Excellence
• Point of Sale (POS), Control Audits, TEFRA and TRAC Training
Learning Objectives
After successful completion of this task, you will be able to demonstrate the following
job responsibilities according to standard:
1. Complete a forecast for all restaurant outlets and critique the forecast against
actuals at the conclusion of the week.
2. Complete a schedule for your department that meets man-hour guidelines
and considers all other important issues.
3. Complete a wage progress report and a critique of the actual costs and make
recommendations for future changes.
4. Complete a critique of the operating P&L statement for the period including
recommendations for improvement.
5. Complete a period-end critique for one outlet in your department and make
recommendations for improvement and project sales for the next two periods.
6. Run and explain various reports generated by Night Audit.
7. Define “Mystery Shopper”.
8. Define and explain TEFRA (Tax Equity and Fiscal Responsibility Act 1982) and
TRAC (Tip Reporting Alternative Commitment).
9. Complete a use record audit of various menu items and make
recommendations for increasing use record recording compliance.
10.Complete a menu-engineering analysis of all restaurant sales information to
make recommendations for menu or procedure changes.
1 Updated September, 2009

Marriott International, Inc. Confidential and Proprietary
11.Identify the equipment and cleaning supplies that must be available in order
for an associate to follow the cleaning schedules and keep their work area
clean and sanitary.
12.Describe common food-borne illnesses and how to prevent occurrences.
13.Identify all critical food handling temperatures.
14.Identify the cleaning tasks that are more appropriate to the day shift and the
tasks that are more appropriate for the night shift to perform.
15.Determine methods that can be used to control the supply of cleaning
products yet allow them to remain accessible to associates.
16.Develop cleaning schedules for associates at each station, for utility crews,
and for any cleaning in the guest areas or banquet aisle.
17.Explain the procedures for completing a period end inventory (kitchen and
purchasing).
18.Determine wine cost and make recommendations for enhanced percentages.
19.Explain your property's procedures for handling guest complaints noted on
comment cards.
20.Identify the most common guest comments regarding the restaurant outlets
and suggest potential solutions to problem areas.
Performance Expectation
After the successful completion of this task, you will be able to prepare a schedule
that meets the budget/man-hour parameters. Use the Monthly Essentials Checklist
(30 Point Checklist), complete a menu analysis making recommendations and citing
reasons for change, and conduct a critique of the department’s P&L.
In addition, at the conclusion of each shift, you will be able to check out servers,
research missing information for checking out, run all reports necessary for your
operation, and ensure TEFRA and TRAC guidelines are being followed to the control
audits' expectations.
Resources
Additional resources that may be helpful to you as a new manager include.
People Systems Other Resources

• Department Head • MGS • 3 period Rooms Forecast
• Coach • 3 period Department
• Person responsible for Forecast
completing the F&B • Department Budget
Wage Progress Report • Past Associates
• Controller or Assistant Schedules
Controller • Wage Progress Report

People (cont) Systems (cont) Other Resources (cont)

• F&B Director • Current P&L Statement
• Department Manager • P&L Critique form
• Night Auditor • Controllables Log
• Executive Chef • Distribution Statement
• Kitchen Manager • Tools for Tip Reporting
• Purchasing Agent • 100% Tip Reporting,
Leader’s Guide
• Associate Tip Reporting
Acknowledgement
• Recent “Mystery
Shoppers” report
• Use Records
• “Great Food – Safe
Food”
• Food Safety Operations
Audit Plans and Action
Forms
• Monthly Essentials
Checklist (30 Point
Checklist) of Marriott
International Food
Quality and Safety
Standards
• Period End Inventory
• GSS Scores (past 2
years)
• Property Mission
Statement
• Property Minimum
Performance
Expectations
• MHR Genuine Care
Basics
The estimated time for completing this module is 9 days.
Prerequisites
Before beginning this task you should spend at least four weeks of on-the-job
training in your department learning the hourly restaurant positions.

Learning Activity #1 Restaurant Operations Terminology

and Acronyms
• Review the following terms, acronyms and definitions listed on the following
pages. These definitions will enable you to complete the remaining restaurant
operations tasks.
Days on Hand Food and beverage storeroom goals for inventory

average number of days on hand.
Monthly Essentials Checklist Thirty points to Marriott International food quality
and safety standards. (a.k.a. 30 Point Checklist).
NGS Next Generation System. Marriott's internal software
program for storing / posting group sales, catering
sales, inventory and accounting operations.
P&L Profit and Loss. A statement generated at each
period end.
Period End Marriott distributes the year into 13 equal periods of
4 weeks. At the end of the 4th week of each period,
we close the period and produce a P&L statement.
POS Point of Sale. Equipment used in completing food
and beverage transactions.
TEFRA and TRAC Tax Equity and Fiscal Responsibility Act 1982 and Tip
Reporting Alternative Commitment.
Use Record A contract in menu plate presentation from the back
of the house to the front of the house.
Wage Progress Report A weekly exercise of completing forecasted and
actual wage evaluation to help control wage cost.

Learning Activity #2 The Basics of Budget and Forecasts
• Budgeting establishes financial guidelines and goals, and is a basis for measuring
a manager's department, or a property’s performance. Budgeting is a yearlong
process that includes creating the budget, forecasting against it, and critiquing
results each period. As you grow in your career as a manager, it is important for
you to have a basic understanding of the budgeting and forecasting processes.
• Effective forecasting requires research and review of available resources to best
predict the upcoming week’s business volume.
1. Obtain the following reports:

• 3 period rooms forecast
• Department 3 period forecast
• Department budget
2. Review the following points with your department manager:
• Major report components
• Forecast accuracy
• 3 period forecast meeting
3. Answer the questions listed below:
The 3 Period Forecast

a. What are the major components included in a 3 Period forecast?

b. Why is it important to have an accurate forecast?
c. What department generates the rooms forecast?
d. How often is the 3rd period forecast meeting held?

e. What effect would a Rooms Forecast that was under budgeted room nights
have on your department forecast?
4. Discuss with your training Coach how each of the following factors would
impact your department’s bottom line:
a. Increasing Sales:
b. Improving Productivity:
c. Decreasing Controllables:

d. Decreasing the Cost of Sales:
e. Eliminating Overtime:
Effective Forecasting
5. Obtain the following reports:
• Catering Weekly Event Sheet
• Group/Block Pickup Report
• Department associates guide
• Review how they all relate to the "information collecting" process for
forecasting with your manager.
6. Discuss procedures for forecasting in the Bar, Restaurant and Catering with
those people responsible. Be sure to include kitchen associates in your
discussions.
7. Review figures on room nights for a given week's forecast. What percentages
of guests are transient; group; TFB (Two for Breakfast), etc.? Discuss with
your manager how this affects food and beverage customer counts for each
meal period in your outlet(s).
8. Collect any materials needed to do a proper forecast for your department and
participate in the creation of a weekly forecast.
9. Attend a weekly forecast meeting. Meet with the Department Head prior to
the meeting, and participate in a critique of last week's actual forecast. (May
be performed as part of number 3 above.)h

Learning Activity #3 Scheduling Terminology
• Review the scheduling terms, acronyms and definitions listed on the following
pages. These definitions will enable you to complete the remaining scheduling
assignments.
Forecast A report that outlines the amount of business that is

typically generated for a particular week (business is
typically measured by room occupancy, ratios for Rooms,
Operations, and total Sales for Food & Beverage
departments). This measurement is based on past guest
demand and enables managers to develop a schedule that
meets department and property labor productivity goals.
Productivity Guidelines Guidelines established by the property that dictate the
maximum number of labor hours to schedule based on
guest demand. These guidelines ensure that labor costs
are maintained at a reasonable level. For the front desk
and housekeeping, the labor productivity goals are
generally measured by adding the total man-hours
scheduled for that week and dividing that figure by the
number of occupied rooms forecasted for that week. For
food and beverage departments, the total expected sales-
per-man-hour is used as a guideline.
Man-Hours Labor hours worked or scheduled.
Associates Guidelines Guidelines established by the property that dictates the
minimum associates to schedule for various positions
based on guest demand.
Requests for Scheduled Associates’ requests for scheduled time off work. These
Time Off requests are generally kept in a book and are used by the
manager to create the weekly schedule.
Guest Flow The amount of guest activity (actual or anticipated) during
the course of the day. At the front desk, for example,
guest flow will be the greatest during the early morning
and late afternoon periods when most guests check in and
out.
Offset Rooms Occupied rooms from the previous night are used to
schedule associates in the housekeeping department since
these are the number of rooms that need to be cleaned
the following day.
Part-time Associate An associate that works less than 32 hours per week.
Full-time Associate An associate must work a minimum of 32 hours a week in
order to keep their full time status.

Overstaffing Scheduling associates during the course of a shift in

addition to the minimal associates required to meet
anticipated guest demand.
Staggering To ensure appropriate coverage throughout a shift,
managers often schedule shifts to begin and end at
different times.
Temporary or Seasonal Associates that are only scheduled during very busy
Associates periods or at certain times of the year when anticipated
guest demand is the greatest.
Cross-Training Associates that are trained to perform the essential tasks
of more than one position. These associates can be
scheduled in other departments if there is a need for
additional associates to meet anticipated guest demand.
Fixed Positions Positions that are scheduled for certain shifts regardless of
guest demand and flow.
Variable Positions Positions that are scheduled for certain shifts based on
guest flow and demand.

Learning Activity #4 Effective Scheduling
Labor costs are generally the largest operations expense at a property. Therefore, it
is important to manage these costs while ensuring that guest needs are met.
There are two basic steps to optimum scheduling:
• Provide sufficient associates to handle guest volume
• Ensure that all schedules are within the man-hour guidelines established by the
property.
Optimal schedules ensure that you are not scheduling too many or too few
associates for a given shift, and thus sacrificing quality, shift organization, company
resources, and ultimately, guest satisfaction. You play a key role in controlling labor
expenses since these costs are the largest operations expense at your property.
Attend a forecast meeting with your department head and answer the questions
below:
The Forecast Report

1. What is the purpose of a weekly forecast report? When and by whom are
these reports distributed?
2. Define how sales per man-hour are calculated.

3. What statistics from the Forecast are critical when creating an associates
schedule for your department?
4. What is your property's wage cost per occupied room?
5. For your assigned department, determine the number of budgeted weekly

hours, the total number of associates, and the estimated labor expenses
required for efficient department operations.
Budgeted Weekly Hours:
Total Number of Associates:
Estimated Labor Expenses:
Review work schedules from the past three weeks for your department and answer
the questions listed below.
Factors to Consider When Developing a Schedule

1. On what day of the week does the schedule begin and end?

2. Where are associates' requests for time off located? How should these
requests be considered when developing a schedule?
3. When should work schedules be written? Posted? Turned into Human

Resources?
4. Should you schedule all your associates to start and end their shift at the
same time? Why or why not?

5. Is it better to understaff or overstaff associates for a given shift? Why?
6. Determine the positions that are scheduled each day in your department?
What are these positions and how many of each is typically scheduled on an
average day?
7. What other factors need to be considered when writing a schedule?

8. What alternative scheduling techniques are offered or used at your properties.
9. Complete a weekly schedule that meets the parameters of guest service

efficiency, associate needs, and budget guidelines. This activity requires a
complete understanding of operational needs and the most effective
utilization of associates. Have your Coach review your schedule prior to
posting.

Learning Activity #5 Wage Progress Report
• Wage costs are one of the highest costs in food and beverage and must be
managed wisely. This can be done through effective scheduling according to the
number of guests forecasted, the service level you want to achieve, and the
efficiency of the outlet and your budgeted sales. Using the wage progress report
will help you maintain control of this expense.
1. Meet with the person responsible for completing the progress report in Food &
Beverage. Discuss the procedures and information needed to complete the
report.
2. Discuss the following items to help in reading and analyzing the wage
progress report.
• Wage percentage to sales (wage cost %)
• Man-hours per cover (productivity)
• Sales per man-hour
• The relationship of sales to CMI (Cost Management Index)
3. Fill in the budget target projection and schedule information on the progress
report for the following week (on the prior Thursday).
4. On the following second Saturday, complete the progress report actuals with
all necessary information for the current week and period to date. Include
figures for overtime and buyout labor.
5. Identify and critique reasons for any wage variances + or – 5% or more.
Identify ways that productivity can be met and discuss with your trainer:

Learning Activity #6 Reading the Operating (P&L)

Statement
An important part of making decisions that are based on statistical data is in

thoroughly understanding the operating statement (also called a profit and loss
statement, or “P&L”). This document gives information that assists managers in
making intelligent decisions about the food and beverage outlet under his/her
control.
Even though you will not be responsible for creating your department’s budget (that
is the responsibility of the department head), it is important for you to be able to
read a budget and identify the critical elements it contains. In addition, you should
be able to read an operating statement. Operating statements are used as a key
measurement tool to demonstrate the financial results of the business unit. There
are two key understandings a manager should have:
• How to read the operating statements
• How to research items on the operating statements, e.g. where do the numbers
on the operating statements come from?
Complete the following activities to become competent in reading and analyzing the
operating statement.
1. Interview the Controller or Assistant Controller and/or the Director of Food

and Beverage to:
• Explain the following terms:
¾ Fixed Costs
¾ Variable Costs
¾ Controllable Expense
¾ Profit Percentage
¾ Profit Contribution
¾ Average Check
¾ CMI (Cost Management Index)
¾ Wage Progress Report
• Clarify any questions you have about the format of your hotel’s operating
statement.
• Identify areas that they consider important as they review the statement.
• Explain to you how figures “get to” the operating statement.
• Explain the differences between managing the dollars versus the
percentages.

• Explain how to read the operating statement, line-by-line, to gain a full

understanding of period-end statistics, as well as year-to-date statistics.
2. Balance the period statement to the controllables log; utilize the distribution
statement to research discrepancies.
3. Discuss with the Director of Food and Beverage the philosophy of “getting to
the bottom line by increasing sales versus cutting costs.” Give examples of
each and your thoughts on the effect of each.
4. Complete a period end critique for one outlet in your department and make
recommendations for improvement to your trainer.

Learning Activity #7 Generated Reports, TEFRA and TRAC
• In this task, you will learn the essential reports you and night audit run, and the
reasons behind them. TEFRA/TRAC tracking has become a fundamental control
regarding associates claiming gratuities. It is an essential and highlighted area of
financial audits and needs to be tracked and followed up on a continual basis.
• Complete the following activities:
1. Participate in a financial controls audit on your outlet. During the audit, note
why the questions are being asked and what report satisfies the question.
2. Review your most recent “Mystery Shopper” report with your Department
Manager.
3. Spend an evening with Night Audit and close out your outlet. Study the
reports generated by Night Audit, note and follow-up with any irregularities.
4. Study the controls for check procedure, run open check reports and note
checks that have been open past the allotted "safe zone."
5. Audit your associates’ files for their TIP reporting acknowledgment.
6. Audit the associates TEFRA/TRAC forms at the end of your shift.
7. Using the “Tools for Tip Reporting” and “100% Tip Reporting” Leaders Guide,
develop and facilitate a 15 minute training program for your associates
regarding 100% Tip Reporting. Conclude the training by having associates
sign off on the Associate Tip Reporting Acknowledgment and ensure their files
receive newly signed copies. (A copy of this acknowledgement form is
provided on the following page.)

Associate Tip Reporting Acknowledgment
I have received and reviewed the brochure “100% Tip Reporting: A Guide to IRS Tip Records
and Tip Reporting Requirements.” I have received training regarding my company’s
procedures in reporting tips to the company. I understand that failure to follow company
procedures may result in disciplinary action.
Asociado Reconocimiento Para Reportar Propinas
Yo he recibido y he revisado el pamfleto “100% Reporte de Propinas: Guia del IRS para el
Registro de Propinas y Requisitos para Reportar Propinas.” Yo he recibido entrenamiento en
lo que refiere a los procedimientos de mi compania para reportar propinas a la compania. Yo
entiendo que el no seguir los procedimientos de la compania puede resultar en accion
diciplinaria.
Signature of Associate/Firma del Asociado Date/Fecha
Signature of Manager or Human Resources Date/Fecha

Representative/Firma del Administrador o
Representante de los Recursos Humanos
© Marriott International 2009

Learning Activity #8 Use Reports
• Consistency is something that all food and beverage operations strive for. It is
something that requires much attention to the training and development of
associates and the organization of operational responsibilities. Being able to
oversee the development of menus based on customer preference, availability of
product and the ability to consistently produce is an important aspect of operation
management. It is the principle reason guests return to a restaurant or bar.
• In this activity, you will learn how to develop menus and see how use records play
a major role in maintaining a consistent food product from the kitchen.
• Complete the following activities:
1. Refer to the New Hire Workbook

• “Menu Engineering”—e.g., a process based on costs, popularity and profit
contributions of menu items
• Analyze storage capabilities and maximum abilities of kitchen line
• Use records - who is involved, who updates, where are the originals kept,
how associates are trained to use them and are held accountable for
following them
• Effectiveness of use records in both culinary and service areas.
2. Analyze menu counts and utilize corporate resources for maintaining core
requirements and national promotions.
3. Study existing use records for all menus in service. Check whether they are
current or in need of updating.
4. Complete a use record audit of various menu items and make
recommendations to your Coach for increasing use record recording
compliance.

Learning Activity #9 Sanitation and Safe Food Handling
• An important part of managing any food and beverage establishment is ensuring

proper sanitation levels throughout the operation. It is essential to present not
only a clean and sanitary food preparation area, but also a sanitary service area.
Marriott uses an audit procedure to ensure proper sanitation levels at all times in
all areas.
• Identifying critical food handling temperatures, organizing cleaning tasks that are
efficient, user friendly and followed up on, are essential steps to ensure the safety
of our guests and associates, as well as protect our reputation as a respected food
service provider.
• Complete the following tasks to learn the primary functions of Sanitation and Safe
Food Handling.
• Review and familiarize yourself with all of the resource Documents and
People/Systems listed at the beginning of this module:
1. Interview the Executive Chef regarding the sanitation levels in the kitchen.
• Identify sanitation standards.
• Discuss how sanitation is maintained throughout the operation, and how
associates are motivated and trained to keep the kitchen clean and
sanitary.
• Discuss the differences and relationships between “cleanliness” and
“sanitation”
• Monthly Essentials Checklist (30 Point Checklist)
2. Review the daily sidework schedules and cleaning schedules for the
kitchen/restaurant/bar/catering areas (whichever is appropriate). Look for
duties that are daily, weekly and monthly. Discuss these schedules with your
Department Head to determine any additional duties that should be added.
3. Review a copy of your latest Health Department inspection and FSO
Audit/Plans and Action Forms.
4. Review the Food Borne Outbreak Notification Procedures and the Suspected
Food Borne Illness Questionnaire with your Department Head.

5. Read materials and/or interview associates to ensure your accurate

understanding of the following terms or phrases and their uses:
• Holding Temperature • Shelf life

• Label, date, and rotate • Cleaning schedule
• Safe cooler temperatures • Danger zone
• Safe freezer temperatures • Cross contamination
• Plastic wrap • Shellfish tags
• Proper thawing procedures • Proper cooling techniques
• Plastic gloves • Food borne illness outbreak
• Clean/Sanitary/Sterile • Cooked over raw
• Monthly Essentials Checklist (30 Point • Tan and white cutting boards
Checklist)
• Pasteurized eggs vs. whole raw eggs
6. Study and discuss existing side duties for the associates.

7. Develop and/or update rotating deep cleaning schedule for AM and PM
associates.
8. Locate storage area for cleaning supplies, discuss the ease of getting to them
in regards to making the steps “user friendly,” and ensuring a hassle free,
clean environment.
9. Participate in a Serve Safe Sanitation Class and pass the exam.

Learning Activity #10 Period End Inventory
• Period end inventory is a critical piece in determining cost and days on hand. By
learning period end inventory you will better understand the major concepts in
purchasing.
• Understand how to complete a period end inventory and the importance of the
process. Be able to explain how the ending inventory effects cost and days on
hand.
• Shadow the Kitchen Manager/ Store Manager as physical counts are taken. Work
with the purchasing agent to complete item totals, extensions and total inventory
value, then answer the questions listed below:
1. How are items counted? Do totals reflect case counts, individual units or
pounds?
2. What is the importance of accurate physical counts? How many associates

should be involved in this process?

3. What is the correct way to inventory a storeroom?
4. What is meant by an inventory extension?
5. How does total inventory on hand determine total cost calculations? Days on
hand?

Learning Activity #11 Wine Cost
• Perform the activities listed below:
1. Identify your ten top selling wines.

2. Develop descriptions that help sell wine to your customers.
3. Determine your running wine cost and compare it to your liquor cost. Make
recommendations for enhanced percentages to your Department Manager or
Food and Beverage Director.

Learning Activity #12 Providing “Genuine Care” in Service

Excellence
• Handling guest and associate complaints in a manner that makes the

guest/associate feel appreciated is one of the more obvious job requirements in
our business, but one that seems most difficult to achieve on a day-to-day basis.
• Being able to reduce concerns and complaints will eliminate a constant element
of frustration for your associates and guests. The process your property follows in
tracking and resolution of complaints is key to obtaining increased confidence to
deal with diverse situations, and reflecting greatly in your property’s overall GSS
Scores.
• Complete the activities listed below:
1. Study the history of your property’s GSS Scores (past two years).
2. State the GSS goals of your responsible areas.
3. Develop a tracking system record, and identify common concerns of guests
and associates.
4. Suggest potential solutions to the problem areas.
5. Study your property’s Mission Statement, Minimum Performance
Expectations, and Marriott's Genuine Care Basics.
6. Develop and facilitate a 15-minute training program for your associates
touching on the areas of GSS Scores, Minimum Performance Expectations,
and Marriott’s Genuine Care Basics. Your training program should include:
• Explain your property’s procedures for handling guest complaints noted on
comment cards.
• Identify the most common guest comments regarding the restaurant
outlets and ask for potential solutions to problem areas.
Are you ready to move on? ............................................................9

Completed all Learning Activities ................................................................
Can demonstrate all Learning Objectives .....................................................
Reviewed progress with coach ...................................................................
Received sign-off from coach .....................................................................


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Restaurant Operations Management

Restaurant Operations Management

1 Updated September, 2009

People Systems Other Resources

2 Updated September, 2009

People (cont) Systems (cont) Other Resources (cont)

The estimated time for completing this module is 9 days.

3 Updated September, 2009

Learning Activity #1 Restaurant Operations Terminology

Days on Hand Food and beverage storeroom goals for inventory

4 Updated September, 2009

Learning Activity #2 The Basics of Budget and Forecasts

1. Obtain the following reports:

The 3 Period Forecast

5 Updated September, 2009

b. Why is it important to have an accurate forecast?

c. What department generates the rooms forecast?

d. How often is the 3rd period forecast meeting held?

6 Updated September, 2009

7 Updated September, 2009

d. Decreasing the Cost of Sales:

8 Updated September, 2009

Learning Activity #3 Scheduling Terminology

Forecast A report that outlines the amount of business that is

9 Updated September, 2009

Overstaffing Scheduling associates during the course of a shift in

10 Updated September, 2009

Learning Activity #4 Effective Scheduling

The Forecast Report

2. Define how sales per man-hour are calculated.

11 Updated September, 2009

4. What is your property's wage cost per occupied room?

5. For your assigned department, determine the number of budgeted weekly

Total Number of Associates:

Estimated Labor Expenses:

Factors to Consider When Developing a Schedule

12 Updated September, 2009

3. When should work schedules be written? Posted? Turned into Human

13 Updated September, 2009

5. Is it better to understaff or overstaff associates for a given shift? Why?

7. What other factors need to be considered when writing a schedule?

14 Updated September, 2009

8. What alternative scheduling techniques are offered or used at your properties.

9. Complete a weekly schedule that meets the parameters of guest service

15 Updated September, 2009

Learning Activity #5 Wage Progress Report

16 Updated September, 2009

Learning Activity #6 Reading the Operating (P&L)

An important part of making decisions that are based on statistical data is in

1. Interview the Controller or Assistant Controller and/or the Director of Food

17 Updated September, 2009

• Explain how to read the operating statement, line-by-line, to gain a full

18 Updated September, 2009

Learning Activity #7 Generated Reports, TEFRA and TRAC

19 Updated September, 2009

Associate Tip Reporting Acknowledgment

Asociado Reconocimiento Para Reportar Propinas

Signature of Associate/Firma del Asociado Date/Fecha

Signature of Manager or Human Resources Date/Fecha